Mind to Follow the Right Path Human Rights Initiatives The KOSÉ Group recognizes its potential for directly or indirectly affecting human rights in the course of conducting business. To supplement the KOSÉ Group Action Guidelines, which stipulate that the Group shall act with respect for the human rights of all persons with whom it is involved, we established the KOSÉ Group Human Rights Policy in February 2020. Based on the United Nations Guiding Principles on Business and Human Rights (UNGPs), the policy has been formulated to support and respect various international principles. In fiscal 2020, we used this policy as the basis for identifying and ameliorating supply chain issues as part of our efforts to respect human rights as a member of global society. Considering Human Rights in Raw Material Procurement (Supply Chain Management) The aim of KOSÉ’s management since its founding has been co-existence and co-prosperity, emphasizing relationships with business partners. We strive to provide safe and reliable products to our customers and to conduct activities for sustainability throughout the supply chain in Japan and overseas. As part of those efforts, to continuously identify and address human rights issues, we use a questionnaire to conduct annual monitoring of suppliers for sustainable procurement. 1 For suppliers who do not meet the standards we have set in the questionnaire, 2 we investigate and reconfirm the details covered, conduct interviews as necessary and send our requests for improvement in the following fiscal year. 1. Monitoring is conducted using the Sustainable Procurement Self-Assessment Questionnaire (SAQ). For the content of the SAQ, we excerpted relevant items from the CSR Procurement Self-Assessment Questionnaire published by the UN Global Compact Network Japan and prepared our own questionnaire in line with our Sustainable Procurement Guidelines for suppliers. 2. See Business Operations with Transparency and Fairness on page 43. The Group Code of Conduct, which stipulates respect for human rights and compliance with laws and regulations, was set forth in the KOSÉ Group Action Guidelines. We made several revisions thereafter in accord with the times, and worked for its penetration and implementation. We inaugurated a project to formulate a human rights policy specifically to supplement the KOSÉ Group Action Guidelines. Sixteen members from seven departments deepened their understanding of human rights through participation in seminars and workshops. After discussions among the project members, we formulated the KOSÉ Group Human Rights Policy, which specifies the Group’s stance on respect for human rights. We made the Human Rights Policy known throughout the Group and announced it publicly. Moreover, in our efforts to deal with the impact of the COVID-19 pandemic, we have kept human rights in mind. In the Company, we have given the highest priority to the health of our employees, promptly establishing systems for telecommuting (excluding some bases), staggered commuting hours and other measures. For society in general, we donated cosmetics to support the mental health of medical professionals and care workers. (See page 15.) To further accelerate the adoption of our initiatives, we will broaden the way we measure our impact on human rights based on the human rights due diligence process, and provide in-house training so that employees understand the importance of respect for human rights. Initiatives to Respect Human Rights 2005 2019 2019 2020 2021 Formulated the KOSÉ Group Code of Conduct Inaugurated a project to formulate a human rights policy Formulated the KOSÉ Group Human Rights Policy Conducted initiatives based on the Human Rights Policy Accelerating adoption of initiatives based on the Human Rights Policy Human Resource Development To become a company with a global presence, the KOSÉ Group needs the skills of world-class human resources who anticipate changes around the world and continue to create unique value. That is why we have made developing human resources one of our material issues and are implementing various measures to cultivate people of well-rounded character and creativity to support the sustainable growth of the KOSÉ Group from a medium-to-long-term perspective. Developing Human Resources Who Generate Innovation In an increasingly globalized and borderless world where the market environment and customer needs change rapidly, it is essential to instill diversity and inclusion in corporate culture and to develop human resources with diverse personalities, backgrounds and features. We aim to develop innovation-oriented human resources capable of thinking beyond precedent or conventional wisdom, who can consistently play an active role by leveraging their creativity. Through the Link* innovation creation program, which we have been conducting since fiscal 2017, we are working to generate and commercialize new products and services from novel ideas by combining KOSÉ’s strengths and accumulated internal resources with the latest technologies and fresh ideas from external start-up companies, based on the enthusiasm and spirit of challenge of employees. Sixteen members from throughout Japan participated in the Link program for fiscal 2020, collaborating with an innovation program from a venture capital fund (World Innovation Lab (WiL)) in an attempt to identify customer needs through the use of “design thinking” techniques to create and provide new value. Moreover, as part of COVID-19 countermeasures, the program made full use of the Internet and digital technologies to incorporate research and work using online tools. The resulting environment was conducive to frequent and meaningful communication among participants, including those in remote locations and overseas, leading to more expeditious and deeper discussion. A New Work Style for the New Normal To become a company with a global presence, we provide an environment adapted to various systemic reforms and diverse work styles, thereby enabling diverse employees to fully realize their potential. In fiscal 2020, the COVID-19 pandemic led to substantial changes in the workplace environment, in addition to changes in the social environment and market needs. To accelerate our initiatives to highlight the capabilities of each of our diverse employees and create new value that is more than just an extension of what has come before, we have established a new work style policy that incorporates three perspectives for the “new normal” (see page 40). * An in-house venture program that gathers various members from across departmental boundaries to bring together diverse insights. We are also incorporating open innovation to create value through collaboration with external partners possessing technologies and knowledge that KOSÉ lacks. The Foundation for Our Value Creation Progress report meeting being conducted partially online 38 KOSÉ REPORT 2021 KOSÉ REPORT 2021 39
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Mind to Follow the Right Path
Human Rights InitiativesThe KOSÉ Group recognizes its potential for directly or indirectly affecting human rights in the course of conducting business.
To supplement the KOSÉ Group Action Guidelines, which stipulate that the Group shall act with respect for the human rights of
all persons with whom it is involved, we established the KOSÉ Group Human Rights Policy in February 2020. Based on the United
Nations Guiding Principles on Business and Human Rights (UNGPs), the policy has been formulated to support and respect various
international principles. In fiscal 2020, we used this policy as the basis for identifying and ameliorating supply chain issues as part
of our efforts to respect human rights as a member of global society.
Considering Human Rights in Raw Material Procurement (Supply Chain Management)
The aim of KOSÉ’s management since its founding has been
co-existence and co-prosperity, emphasizing relationships
with business partners. We strive to provide safe and reliable
products to our customers and to conduct activities for
sustainability throughout the supply chain in Japan and overseas.
As part of those efforts, to continuously identify and
address human rights issues, we use a questionnaire to
conduct annual monitoring of suppliers for sustainable
procurement.1 For suppliers who do not meet the standards
we have set in the questionnaire,2 we investigate and reconfirm
the details covered, conduct interviews as necessary and send
our requests for improvement in the following fiscal year.
1. Monitoring is conducted using the Sustainable Procurement Self-Assessment Questionnaire (SAQ). For the content of the SAQ, we excerpted relevant items from the CSR Procurement Self-Assessment Questionnaire published by the UN Global Compact Network Japan and prepared our own questionnaire in line with our Sustainable Procurement Guidelines for suppliers.
2. See Business Operations with Transparency and Fairness on page 43.
The Group Code of Conduct, which stipulates respect for human rights and compliance with laws and regulations, was set forth in the KOSÉ Group Action Guidelines. We made several revisions thereafter in accord with the times, and worked for its penetration and implementation.
We inaugurated a project to formulate a human rights policy specifically to supplement the KOSÉ Group Action Guidelines. Sixteen members from seven departments deepened their understanding of human rights through participation in seminars and workshops.
After discussions among the project members, we formulated the KOSÉ Group Human Rights Policy, which specifies the Group’s stance on respect for human rights.
We made the Human Rights Policy known throughout the Group and announced it publicly. Moreover, in our efforts to deal with the impact of the COVID-19 pandemic, we have kept human rights in mind. In the Company, we have given the highest priority to the health of our employees, promptly establishing systems for telecommuting (excluding some bases), staggered commuting hours and other measures. For society in general, we donated cosmetics to support the mental health of medical professionals and care workers. (See page 15.)
To further accelerate the adoption of our initiatives, we will broaden the way we measure our impact on human rights based on the human rights due diligence process, and provide in-house training so that employees understand the importance of respect for human rights.
Initiatives to Respect Human Rights
2005
2019
2019
2020
2021
Formulated the KOSÉ Group Code
of Conduct
Inaugurated a project to formulate a human
rights policy
Formulated the KOSÉ Group Human
Rights Policy
Conducted initiatives based on the Human Rights Policy
Accelerating adoption of
initiatives based on the Human Rights
Policy
Human Resource DevelopmentTo become a company with a global presence, the KOSÉ Group needs the skills of world-class human resources who anticipate
changes around the world and continue to create unique value. That is why we have made developing human resources one of
our material issues and are implementing various measures to cultivate people of well-rounded character and creativity to support
the sustainable growth of the KOSÉ Group from a medium-to-long-term perspective.
Developing Human Resources Who Generate Innovation
In an increasingly globalized and borderless world where the
market environment and customer needs change rapidly,
it is essential to instill diversity and inclusion in corporate
culture and to develop human resources with diverse
personalities, backgrounds and features. We aim to develop
innovation-oriented human resources capable of thinking
beyond precedent or conventional wisdom, who can
consistently play an active role by leveraging their creativity.
Through the Link* innovation creation program, which
we have been conducting since fiscal 2017, we are working
to generate and commercialize new products and services
from novel ideas by combining KOSÉ’s strengths and
accumulated internal resources with the latest technologies
and fresh ideas from external start-up companies, based on
the enthusiasm and spirit of challenge of employees.
Sixteen members from throughout Japan participated in
the Link program for fiscal 2020, collaborating with an
innovation program from a venture capital fund (World
Innovation Lab (WiL)) in an attempt to identify customer
needs through the use of “design thinking” techniques to
create and provide new value.
Moreover, as part of COVID-19 countermeasures, the
program made full use of the Internet and digital technologies
to incorporate research and work using online tools. The
resulting environment was conducive to frequent and
meaningful communication among participants, including
those in remote locations and overseas, leading to more
expeditious and deeper discussion.
A New Work Style for the New Normal
To become a company with a global presence, we provide
an environment adapted to various systemic reforms and
diverse work styles, thereby enabling diverse employees to
fully realize their potential.
In fiscal 2020, the COVID-19 pandemic led to substantial
changes in the workplace environment, in addition to
changes in the social environment and market needs.
To accelerate our initiatives to highlight the capabilities of
each of our diverse employees and create new value that is
more than just an extension of what has come before, we
have established a new work style policy that incorporates
three perspectives for the “new normal” (see page 40).
* An in-house venture program that gathers various members from across departmental boundaries to bring together diverse insights. We are also incorporating open innovation to create value through collaboration with external partners possessing technologies and knowledge that KOSÉ lacks.
The Foundation for Our Value Creation
Progress report meeting being conducted partially online
38 KOSÉ REPORT 2021 KOSÉ REPORT 2021 39
Only the Safest, Most Reliable, High-Quality Products“Only one product out of millions of cosmetics delivered to the market reaches the customer, so cherish the one.” Based on this
belief, the KOSÉ Group aims for unique raw material procurement and production processes that provide customers with safe,
reliable cosmetics, taking pride that KOSÉ is synonymous with quality.
Quality Control That Prioritizes Peace of Mind and Safety
Cosmetics come in direct contact with the skin and hair, so it is
important that we ensure customers can use our products with
peace of mind. As such, we prioritize safety in the development
of new products through rigorous and repeated evaluations in
line with high quality standards at each step from raw
materials to finished products. Before putting products on the
market, for final confirmation of safety we run them through
tests under the various conditions in which they are expected
to be used.
KOSÉ has built a system in which the Quality Assurance
Department and the Product Development Department work
together from the initial stage of development to evaluate the
safety of new products. This system enables us to rapidly create
products that give customers peace of mind and are safe while
placing a premium on novel viewpoints and imaginative
approaches. Furthermore, while giving the highest priority to
safety, we develop our cosmetics, including quasi-drugs, under
a policy of using testing methods that do not involve animals.
Delivering KOSÉ Quality to the World as Our Founder Intended
Kozaburo Kobayashi, who founded the Company in 1946,
believed KOSÉ had a duty to develop products of superior
quality that would make consumers happy. Persistent supply
shortages in the postwar years meant that KOSÉ scrambled to
procure high-quality ingredients and conduct thorough
quality control, yet took pride in being known to customers
as a company that delivered quality. This commitment has
been passed down to us today as we pursue the highest
quality at each stage of the entire value chain. In the 1970s,
we were quick to introduce quality control using scientific
methods at our production sites, and in 1980 we marked a
domestic cosmetics industry first when our Manufacturing
Department won a Deming Prize.1 We subsequently acquired
management standard ISO 9001 and global cosmetics
(cosmetics GMP2) standard ISO 22716 certifications in our
ongoing commitment to quality.
Appreciation for the refined, high-quality cosmetics made in
Japan is growing worldwide. At the same time, there is also an
increasing need for an adaptable approach, with sustainable
products tailored to each individual customer. We also plan to
establish a new eco-friendly facility, the Minami Alps Factory
(provisional name), as a new production base for handling
personalized products. We will proactively enhance our
sustainable production and supply structure and promote
technological innovation to deliver the ultimate in quality.
1. An award given in Japan to companies and individuals who have successfully implemented total quality management of industrial products
2. Cosmetics Good Manufacturing Practices: Technical standards for control of production and quality of cosmetics and other products
Product inspection
Career Design for Beauty Consultants
For our Beauty Consultants, who work in stores and other
retail locations, we have been providing support for future
career options including positions in employee training, store
management and sales, and at the head office (in planning,
product development or other departments), in addition to
improving their skills in retail sales.
In fiscal 2020, the COVID-19 pandemic led to restrictions
on activities in stores where Beauty Consultants work. However,
KOSÉ viewed this situation not as a setback but an opportunity
to develop new channels for interaction with customers, utilize
communication tools, and create novel opportunities for
Beauty Consultants to play an active role.
We have been planning training to help Beauty Consultants
think about career design that incorporates the possibility of
expanding their field of activity from their traditional duties
centered on stores and lays the foundation for them to
proactively and independently carve out their own career
paths. Training consists of three phases: a survey of career
awareness, fostering career awareness, and support for
individual career development. In fiscal 2020, we conducted a
program to survey and foster career awareness, centered on
the staff who train Beauty Consultants. Going forward, by
expanding the training program to all Beauty Consultants and
fostering their career awareness, we will cultivate Beauty
Consultants who will generate new value.
Create an environment supportive of diverse
work styles
Mechanisms for generating ideas that
are not mere extensions of what has come before
Use of digital technology for more
vibrant communication
One byOne Style
MeetInspiration
DXCommunications
Allowing for work styles that suit each individual
Ideas through serendipitous encounters
Transcending distance with the power of digital
technology
�ree perspectives for a new work style
Sales, Head Office Staff, Beauty Specialists, etc.
Store Management, Training Staff and Other Management
Customer Service and Retail Sales Specialists
Customer Service and Retail Sales
New employees
Mid-level employees
Three Perspectives for a New Work Style in the New Normal
For details: https://www.kose.co.jp/company/en/sustainability/customer/
Quality Assurance in the KOSÉ Group’s New Product Development
Design review
s (multiple tim
es)
Product review
Mass production trial at a factory
Production
Launch
Three months
following launch
Thereafter
Various evaluations and confirmation
Custom
er feedback for new products
Product development Production
Improvement Improvement
Follow-up
Deliberation on product quality
Laws and regulations, patents, safety, antiseptic and antifungal properties, usability, sensory assessment, efficacy, outer packaging review, scalability confirmation and stability assessment
Post-launch quality assessment
Product review
Review of customer
comments about the product
Quality confirmation (over time)
Repeated evaluation and confirmation by Quality Assurance Department and Product Development Department at each
step, with adjustments and improvements made in the course of development and production
Checks at three months following
launch and thereafter
40 KOSÉ REPORT 2021 KOSÉ REPORT 2021 41
Customer’s PerspectiveWe promote engagement to be “closer to our customers” so that they are truly satisfied with every one of our cosmetics.
The entire KOSÉ Group takes a thoroughgoing stance of delivering the value customers demand from their perspective.
Transparent and Fair Business Operations
Since its founding, the KOSÉ Group has pursued co-existence and co-prosperity with all of its employees and business partners.
While fulfilling our responsibilities as a member of the global community, we work with our employees and business partners to
promote sustainability for a better future for people and the global environment.
Promoting Sustainability in the Supply Chain
We conduct sustainable, socially and environmentally responsible procurement for raw materials in line with our Basic Procurement
Policy. We promote detailed information exchange with suppliers to develop mutual understanding of pertinent issues and use
questionnaires to track environment-oriented responses and respect for human rights.
“Closer to Our Customers”—A Product Development Process Based on Design Thinking
The KOSÉ Group established the slogan “Closer to Our
Customers” for internal use and in April 2018 announced its
Declaration of Consumer Orientation. It signifies that each
employee thoroughly adopts an approach of taking the
viewpoint of customers to deliver cosmetics with value, and
has been in use since it was set forth as the basic policy of
KOSÉ’s medium-term management plan for fiscal 2011. We
intend to step up our efforts to further advance a customer
viewpoint in the activities of all departments.
In product manufacturing, for instance, for some time we
have been making products that utilize customer feedback.
However, to create products with greater adaptability than
before, we have come to consider it important to incorporate
opinions from consumers with diverse backgrounds and
features in addition to our usual customers. We have thus
established a product development process rooted in
consideration of all kinds of consumers (see figure at right).
Specifically, we have introduced quantitative and qualitative
surveys of consumers in each target group at each stage of
the product development process.
For example, when developing the product itself, we
conduct product tests during initial development then
conduct consumer surveys on usability and other factors.
The results are then incorporated in the overall development
process, and the direction of development is adjusted. By
repeating these steps at each stage, we develop products
that reflect consumer feedback.
In this way, we will put consumers at the core of our
product creation to achieve a true customer perspective
that incorporates adaptability.
Insight research
Consumers
Concept design
Productdevelopment
Packagedevelopment
Launch
Post-launchre-evaluation
Final pre-launchevaluation
Product Development Process Applying Design Thinking Techniques
Product Creation in Which Improvements Reflect Customer Feedback
The Quality Assurance Department, which includes the
Customer Service Center, takes the lead in proactively handling
feedback received by the Company to reflect valuable opinions
and requests from customers in development and improvements
for better products and services. The department promptly
and appropriately shares customer feedback with related
internal departments in the form of a monthly customer
feedback report and has established a feedback database that
can be accessed at any time. It also regularly holds meetings
with related departments to discuss specific suggestions for
improvement from the Customer Service Center based on
customer feedback, leading to product refinements and renewals.
We will continue to consider sustainability in developing
products and services, including products that are easy for all
customers to use and more eco-friendly products.
Case Study of Product Improvement Reflecting Customer Feedback
● Improvement to Make the Brush Location Immediately Apparent
Visée FOGGY ON CHEEKS comes in a two-compartment case with the brush stored in the lower compartment. Although an explanation was printed on the outer box, feedback indicated that some customers could not find the brush. When the product was renewed in November 2019, the container specifications were improved so that opening the upper lid of the case also caused the lower lid to rise, revealing the brush beneath.
Visée FOGGY ON CHEEKS N renewed product
Establishment of Compliance Help Desk
We have established a Compliance Help Desk to handle inquiries from both inside and outside the Company for early
detection of illegal acts (including bribery and all other forms of misconduct) and violations of internal rules, including human
rights issues such as bullying and harassment. We have set up contact points for employees both in Japan and overseas, and
make all employees aware of their existence through training and other methods. In addition, to emphasize our relationships
of trust with our business partners and conduct business operations with transparency and fairness on both sides, we have
established a contact point on our website for receiving consultations and reports from our business partners. When we
receive a consultation or report regarding a compliance violation, we have a system in place to properly investigate it and to
respond in good faith. For example, whenever we receive a report of wrongdoing, infringement of human rights, or violation
of laws and regulations, internal rules or the KOSÉ Group Code of Conduct by an employee or officer of the KOSÉ Group, or
on hearing of concerns regarding any of the above, we ensure that the anonymity of the reporting party is protected and that
he/she does not suffer any disadvantage. The Compliance Committee acts on the reported information fairly and sincerely with
advice from external lawyers and works to swiftly ascertain and promptly resolve the problem.
Emphasizing a Sense of Partnership with Suppliers
KOSÉ holds a policy meeting with its suppliers once a year to explain the
KOSÉ Group’s policies, business plan and purchasing policy. A party is also
held at this event to show our gratitude and to recognize those suppliers
who have contributed significantly to our success, particularly to our
business results, improved quality and environmental considerations.
The scale of the event was smaller than usual in fiscal 2020 due to the
impact of the COVID-19 pandemic. It was held in KoCoLabo, a multipurpose
space in our head office in Nihonbashi, Tokyo, where award-winning
suppliers were invited to a ceremony with infection countermeasures in
place. We also asked suppliers for their continued cooperation in our
ongoing pursuit of higher quality and sustainability.
Monitoring Activities for Sustainable Procurement
In fiscal 2020, we conducted a questionnaire survey of suppliers who together account for 95.8% of our procured
goods by cost. For suppliers whose response scores did not meet our standards, we investigated and reconfirmed the
details covered, conducted interviews as required and requested their cooperation in making improvements for the next
fiscal year. We will continue to promote sustainable procurement through initiatives such as this.
For details: https://www.kose.co.jp/company/en/sustainability/management/
A party to show our gratitude to suppliers, held in conjunction with the fiscal 2020 policy meeting
42 KOSÉ REPORT 2021 KOSÉ REPORT 2021 43
Messages from External Directors
Innovation for the Happiness of All
As a company that creates beauty, KOSÉ has the attitude and ample flexibility to take on new
challenges. I believe that innovation emerges from intermingling different fields and novel
ideas. KOSÉ has been developing products through high-value-added research in areas such
as leading-edge dermatological studies in France and digital technology-driven wrinkle
prediction. Going forward, I would like KOSÉ to be a greater driver of collaboration between
industry, academia and government to generate numerous appealing businesses that pioneer
the next generation of beauty and make people happy. Areas for collaboration will include
increasing value through eco-friendly raw materials and containers, and utilizing digital
technology for personalized customer experiences. This sort of collaboration is my area of
specialty, so I hope to play a part in this process.
Creating New Value
The COVID-19 pandemic has made it impossible to carry on our lives and businesses as
before, and gloomy news is on the rise. Under these circumstances, KOSÉ is bringing
together its product development capabilities and abundant creativity, backed by solid
technological and high-level organizational capabilities, to continue its overseas expansion.
Achievements include support for medical workers in Japan and overseas, expansion of its
sales network outside Japan using digital technology, and proactive development of
products that are needed around the world in response to new lifestyles. Carrying on this
spirit of determination, the present times offer an opportunity for KOSÉ to realize the new
value of sustainability it aims for on a global stage.
Aiming for True Diversity and Inclusion
I recently gave a lecture for female employees. They were a promising group, and I could
sense their determination to help make KOSÉ a better company. People talk about the need
for diversity, but simply achieving diversity on its own is meaningless. I believe that diversity
also requires inclusion, where there is respect for the opinions of every individual, and all are
equally able to make their voices heard. This year, KOSÉ’s initiatives have been externally
recognized, including designation as a Semi-Nadeshiko brand, but I hope that rather than
settling for the status quo, KOSÉ continues to aim for true diversity and inclusion.
THE INCLUSION OF KOSÉ Corporation IN ANY MSCI INDEX, AND THE USE OF MSCI LOGOS,
TRADEMARKS, SERVICE MARKS OR INDEX NAMES HEREIN, DO NOT CONSTITUTE A
SPONSORSHIP, ENDORSEMENT OR PROMOTION OF KOSÉ Corporation BY MSCI OR ANY OF
ITS AFFILIATES. THE MSCI INDEXES ARE THE EXCLUSIVE PROPERTY OF MSCI. MSCI AND THE
MSCI INDEX NAMES AND LOGOS ARE TRADEMARKS OR SERVICE MARKS OF MSCI OR ITS
AFFILIATES.
KOSÉ Corporation has been selected as a constituent stock of the following ESG indices.
KOSÉ has received the following evaluations or certifications from external organizations.
Climate Change Scoring and Supplier Engagement Rating (CDP) Selected for CDP Climate Change A List 2020 and Supplier Engagement Rating Leaderboard 2020
(https://www.cdp.net/en)
Science Based Targets initiative (SBTi) Obtained SBT (Science Based Targets) certification
(https://sciencebasedtargets.org/)
HDI Rating Benchmark (HDI-Japan) Obtained 3 Star Quality Monitoring Rating
(https://www.hdi-japan.com/hdi/en/AboutHDI.asp)
Nadeshiko Brand (Ministry of Economy, Trade and Industry/Tokyo Stock Exchange)Selected as Semi-Nadeshiko Brand for Fiscal 2021(https://www.meti.go.jp/english/policy/economy/human_resources/)
International Women’s Day Received the Women’s Support Brand Award in the corporate category at the Happy Woman Awards 2021 for SDGs (Sponsored by Happy Woman Secretariat)
(https://happywoman.online/) (Japanese only)
The United Nations Global Compact
KOSÉ contributes to sustainability through its support for the following initiatives.
External Audit & Supervisory Board Member Kumi Kobayashi 11* 100% 9* 100%
* The number of Board of Directors meetings and Audit & Supervisory Board meetings attended by External Director Yuko Maeda and External Audit & Supervisory Board Member Kumi Kobayashi differs from that of other officers because they were elected at the 78th Annual General Meeting of Shareholders held on June 26, 2020.
Reasons for Each External Director’s Selection
Name Reasons for Selection
Yukino Kikuma
Ms. Kikuma has highly specialized knowledge as an attorney at law and particularly deep insight concerning corporate law. She also has media-related experience. The Company therefore believes she can provide appropriate, impartial suggestions and advice on management reform issues related to sustainability and diversity from a broad perspective, and use her independent and objective standpoint to guide management. Furthermore, the Company believes that Ms. Kikuma has no conflict of interest with general shareholders and has accordingly designated her an Independent Director.
Norika Yuasa
Ms. Yuasa has highly specialized and broad knowledge that extends to Asia, Europe and North America as well as Japan as an attorney at law. The Company therefore believes she can provide oversight and advice for the Company’s global strategy with her extensive insight, mainly in the legal field, and use her independent and objective standpoint to guide management. Furthermore, the Company believes that Ms. Yuasa has no conflict of interest with general shareholders and has accordingly designated her an Independent Director.
Yuko Maeda
Ms. Maeda has a high level of expertise in the realm of applications for corporate intellectual property combined with abundant experience and knowledge particularly when it comes to industry-academia partnerships. Moreover, she has abundant insight from a managerial perspective underpinned by her experience as a corporate Director and Outside Audit & Supervisory Board Member, in addition to her experience serving as an officer of a national university and an incorporated national research and development agency. The Company therefore believes she can provide impartial suggestions and advice to management, and use her independent and objective standpoint to guide management. Furthermore, the Company believes that Ms. Maeda has no conflict of interest with general shareholders and has accordingly designated her an Independent Director.
2. Evaluation Results and Issues to Address Going Forward
As a result of discussions conducted at the Board of Directors
meeting based on the results of the questionnaire survey, the Board
of Directors confirmed that advance distribution of materials and
explanations, preparation of the agenda of Board of Directors
meetings, and verification of the suitability of crossholdings are
being conducted appropriately, among other matters. In addition,
steady improvement was confirmed in issues raised in the previous
fiscal year, including increasing the ratio of women on the Board of
Directors to increase the board’s diversity, and establishing
opportunities for direct discussions between external officers of the
1. Evaluation MethodA questionnaire survey covering the items on the right was completed
by the directors and Audit & Supervisory Board members.
A third-party organization was used to create the survey and to
tabulate and analyze the results. Based on those results, the Board of
Directors analyzed and evaluated its effectiveness and considered
future responses.
External Directors and External Audit & Supervisory Board Members
Evaluation of the Effectiveness of the Board of Directors
With the aim of enhancing objectivity and further improving governance, the Company used a third-party organization to conduct
the evaluation of the effectiveness of its Board of Directors. The method and results of the fiscal 2020 evaluation were as follows.
Overview of Officer Remuneration
For remuneration of Company officers, the Company has decided on a remuneration framework that emphasizes increasing
corporate value over the medium to long term.
Company and officers of subsidiaries to enhance subsidiary
management systems. Based on these factors, the Board of Directors
concluded that it has ensured its overall effectiveness.
On the other hand, issues raised by this year’s questionnaire survey
results include establishing opportunities for sharing information and
exchanging opinions among external officers and providing feedback
on opinions obtained through dialogue with shareholders.
Based on these points, the Company will continue working
proactively to further enhance the effectiveness of the Board of
Directors in order to improve the corporate value of the KOSÉ Group.
Paid in the form of fixed remuneration on a monthly basis, the amount of which is determined based on respective position depending on the extent of professional responsibilities and roles thereof
—
• Directors: Set according to the position of each director, taking the operating environment into account
• External directors and Audit & Supervisory Board members: Set based on comparisons with other domestic and overseas companies in the same industry or of the same size, as well as on the Company’s financial condition and business results
(B) Bonuses (Cash)
Paid within three months after the end of each fiscal year, in principle, as incentive to improve corporate business performance in a single fiscal year
• Consolidated net sales
• Consolidated operating profit
• Net sales and operating profit in each business domain
Varies from 0 to 200% of the standard amount, depending on the extent to which target amounts for the single fiscal year have been achieved for each indicator (ratio of net sales indicators to operating profit indicators is 50:50)1
(C) Stock compensation
(Stock)
The Company makes annual delivery of a fixed number of shares of its common stock subject to certain stipulations such as those of the restricted period, and lifts the restrictions upon retirement of the recipient.
The Company’s stock price2 —
1. Under the remuneration framework, the Company sets high evaluation weightings with respect to the business domains that are under direct control of an individual director, thereby ensuring that each director fulfills his or her responsibilities in the business domains under his or her respective control.
2. The Company has selected its stock price as the evaluation indicator with the aim of further heightening motivation to help increase corporate value over the medium to long term, and further promoting the shared interests of stock compensation recipients and the Company’s other shareholders. Because the Company’s stock price acts as the indicator for calculating stock compensation, the Company does not set performance targets in that regard.
Proportion of President & CEO’s Total Remuneration
The Company’s policy when it comes to remuneration mix for positions other than that of the President & CEO is such that the higher one’s position, the lower the proportion of basic remuneration and the higher the proportion of bonus and stock compensation. Going forward, the Company intends to periodically reassess the remuneration mix with a focus on stock compensation with the aim of achieving sustainable growth over the medium and long term.
Basic remuneration 65% Bonus 25%
Stock compensation 10%
Main Evaluation Items
• Composition and operation of the Board of Directors
• Management and business strategies
• Corporate ethics and risk management
• Performance monitoring
• Evaluation and remuneration of management
• Dialogue with stakeholders
48 KOSÉ REPORT 2021 KOSÉ REPORT 2021 49
For the Company, compliance encompasses compliance with
laws and regulations as well as behavior consistent with social
ethics based on “Mind to follow the right path.” The
compliance promotion structure and activities are regularly
reported to the Board of Directors via the Risk Management
and Compliance Committee. The Compliance Promotion
Committee holds training and other educational programs for
directors and employees. The Company has established
internal and external reporting channels, creating a framework
for responding to reports and consultations. In addition, to
respond to risk factors that pose a threat to the sustainable
development of the Company, particularly various risks such as
problems involving compliance, quality, information security
and markets as well as natural disasters, the Company has
established Risk Management and Compliance Regulations and
is working to enhance its risk management structure by
establishing a Risk Management Promotion Committee. The
Company has also created a framework based on its Crisis
Management Regulations for minimizing damage in the event
a major risk materializes.
■ Risk Management Briefing Session
A briefing session is held annually for officers, administrative
employees and supervisors as a forum for sharing information
on various laws, regulations and changes in the operating
environment. The Company continues to communicate
information that incorporates recent case studies to firmly
establish Company-wide risk management and compliance
promotion activities.
■ Compliance Training
Every year since 2008, the Company has set important themes
for compliance and conducted training for all KOSÉ Group
employees using e-learning or handouts. The Company also
conducts awareness-raising for Beauty Consultants and target
specific training to communicate information in a form that
suits the audience.
Risk Management and ComplianceMethod for Determining Officer Remuneration
Officer remuneration shall be classified into directors and Audit &
Supervisory Board members for voting at the General Meeting of
Shareholders and allocated to each officer within the scope of the
total amount for each officer classification, and such remuneration
is determined by the Board of Directors after discussion of its
appropriateness by the Nomination and Remuneration Committee,
which is composed mainly of external officers.
Remuneration of Audit & Supervisory Board members is
determined by mutual agreement among the Audit & Supervisory
Board members, including the two external members.
In addition, the Company has established a retirement benefit
plan for Company officers. The Company has established criteria
for the relevant payment amount and allocates provisions to a
reserve for each year of each officer’s tenure.
Moreover, the Company passed a resolution at the Annual
General Meeting of Shareholders held on June 26, 2020 to
introduce a restricted share remuneration plan for directors
(excluding external directors) as an incentive to sustainably
increase corporate value, and has conducted a review of the
officer remuneration system in general. The method for
determining officer remuneration from fiscal 2020 is as follows.
1. Fundamental Policy on Officer Remuneration
The Company’s remuneration for its directors and Audit &
Supervisory Board members is designed and operated with the
aim of increasing corporate value over the medium to long
term from the viewpoints of:
• Maintaining a remuneration plan that enables the Group to achieve global and borderless growth;
• Ensuring remuneration levels that give rise to appropriate competitive strengths and the ability to recruit and secure outstanding professional talent; and
• Facilitating a remuneration plan that ensures high levels of independence, objectivity and transparency, and that satisfies the duty of accountability toward the Company’s customers, shareholders, business partners, employees and other stakeholders.
2. Remuneration Levels
The Company has determined that its levels of officer
remuneration are appropriate, having taken the Company’s
business environment into account, while also having surveyed
and analyzed remuneration levels of major companies in the
same industry or of the same size using external databases and
other information.
3. Remuneration Decision-Making Method
For officer remuneration, the Company has established separate
director and Audit & Supervisory Board member classifications
at the General Meeting of Shareholders. Accordingly, the
Company is to allocate to each officer amounts of officer
remuneration, the total of which does not exceed the total
amounts set for the respective classifications.
To ensure objectivity and transparency with respect to the
officer remuneration plan, the Board of Directors resolves to
assign the task of making final decisions on allocations of
officer remuneration to the President & CEO following
deliberations regarding the adequacy and appropriateness
thereof carried out by the Nomination and Remuneration
Committee, which consists mainly of external officers.
The President & CEO has the authority to make decisions
on the amount of basic remuneration of each director, the
amount of bonuses taking into account the results of the
business domains under the control of individual directors, and
the amount of stock compensation. The President & CEO has
been given this authority to make decisions on these matters
because, as the representative director, he or she is the most
suitable person to evaluate the businesses under the control of
each director while looking at the big picture of the
Company’s overall business results.
Moreover, the Company makes decisions on remuneration
for Audit & Supervisory Board members through consultation
with the Audit & Supervisory Board members.
Total Remuneration by Officer Classification, Amount by Type of Remuneration and Number of Eligible Officers
Officer ClassificationTotal
Remuneration (Millions of yen)
Amount of Remuneration by Type (Millions of yen)Number of
Persons Receiving Total Remuneration of ¥100 Million or More
Name Officer Classification Company
Amount of Remuneration by Type (Millions of yen) Total Remuneration
(Millions of yen)Fixed
RemunerationPerformance-Linked
RemunerationProvision for Officers' Retirement Benefits
Non-Monetary Compensation Included in Amounts on the Left
Kazutoshi Kobayashi Director KOSÉ Corporation 210 107 9 21 327
Board of Directors
Departments/Affiliated Companies
Consultations, etc. Consultations, etc.
Reporting
Risk Management and Compliance Committee
• Response to compliance consultation matters• Compliance training (e-learning)• Distribution and display of educational posters• On-site compliance training at departments and affiliated
companies
Compliance Committee: Raising awareness of compliance
• Identification, analysis and evaluation of risks and formulation of necessary countermeasures
• Development/implementation of risk countermeasures and verification of effects
Risk Management Promotion Committee:Enhancement of risk management framework
Internal/External Consulting Channels
Reporting
Risk ManagementCommittee
12
Number of Committee Meetings
(Fiscal 2020)
ComplianceCommittee
12Risk Management Officer
Risk Management and Compliance Organization
For details:
See the KOSÉ website for more information on corporate governance, risk management and compliance.https://www.kose.co.jp/company/en/sustainability/management/
50 KOSÉ REPORT 2021 KOSÉ REPORT 2021 51
Business and Other Risks
Among matters related to the state of the KOSÉ Group,
including the status of its business and finances, we believe
that the following risks could have a material impact on the
Group’s results and financial condition and that the factors
described here are of material interest to investors for making
investment decisions.
From the standpoint of proactive disclosure, these
explanations include factors that are not necessarily of this
nature and factors associated with external matters that are
beyond the control of the KOSÉ Group that can influence the
decision making of investors. This is not meant to be a
complete list of potential risks.
These risk factors could have a material influence on the
KOSÉ Group’s management performance and financial position.
Please note that the forward-looking statements contained
herein are based on the Company’s judgments regarding
main risks made as of June 29, 2021, and forward-looking
statements are not limited to those presented here.
To ensure business continuity and stable growth going
forward, the Company has established the Risk Management
Promotion Committee as a cross-divisional Company-wide
organization to conduct qualitative analysis and evaluation
to comprehensively identify risks, and to take necessary
countermeasures for those risks that may have a substantial
impact. Specifically, each year the Company selects risk items
using a questionnaire sent to persons in charge of affiliated
companies and departments, and prioritizes them along
two evaluation axes: impact on business performance and
other factors if the risk materializes; and likelihood of the
risk materializing.
The risks selected through the risk assessment are aggregated
by risk category: strategy risk, business/financial risk, political/
or legal violation/indemnification risk. The Company has
established and operates a system to monitor the current
status and progress of each of its risk countermeasures on
a regular basis.
Responding to Risks
Strategy Risk
Main Risks Main Measures
Price competition
Damage to brand valueDecrease in market share
The Company conducts product development, marketing and sales taking into account changes in market needs and customer preferences, and works to maintain and improve its competitive advantage by adding functional and emotional value to achieve differentiation.
Entry of new competitors
Decrease in market share due to entrants from other industries and expansion into new channels by competitors
In addition to constantly keeping track of information from its business partners and sales and marketing sites, the Company works to remain abreast of market information in a timely manner through regular consumer surveys. It also strategically pursues unique value through active cooperation with companies in other industries and linkages with external resources and technologies.
Research and development delays
Decrease in brand competitivenessDecline in innovation
The Company conducts basic and applied research using data science at the Advanced Technology Laboratory, and has also opened a branch in Lyon, France to conduct leading-edge dermatological research. The Company is also actively engaged in open innovation using external resources.
Changes in consumer preferences
Decrease in brand value due to deviation from consumer needs
In addition to regularly conducting market surveys to properly obtain consumer information and conducting consumer surveys in Japan, the Company is also stepping up its surveys in countries outside Japan where it does business. It is also actively deploying digital technologies in pursuit of new customer experiences.
Delays in responding to climate change
Decline in business profitability due to inability to accommodate a low-carbon society
The Company is proactively engaged in various efforts to mitigate climate change, including reducing greenhouse gases. It also strives to respond to international trends, such as setting Science Based Targets (SBT) and considering information disclosure in line with the recommendations of the Task Force on Climate-related Financial Information Disclosure (TCFD).
Business/Financial Risk
Main Risks Main Measures
Increase in raw material prices
Decline in profitability due to increased raw material prices
The Company conducts procurement globally to minimize market risk. It also strives to procure necessary raw materials and outsourced products at appropriate prices in a timely manner while maintaining good relationships with suppliers. The Company has also established the Cost and Inventory Reduction Promotion Committee, which is working to maintain appropriate costs and secure inventories.
Discontinuation of raw material supply
Obstacles to stable product supply Impact on sales and profit margins Decline in the Company’s creditworthiness
Political/Economic Risk
Main Risks Main Measures
Changes in legal regulations and response
Demand fluctuation riskImpact on product exports
The Company collects information on a daily basis regarding legal regulations related to its business. In product development, the Company reviews raw material standards in light of changes in legal regulations and responds by effectively utilizing domestic and overseas information networks to secure alternative raw materials.
Abrupt changes in the political situation in countries and regions where the Company does business
Impact on sales due to fluctuations in demandEmployee safety risk
The Company takes necessary measures by enhancing cooperation with overseas affiliates and business partners to collect information on economic, political, and social conditions in each country and region in a timely fashion.
Delays or interruption of business activities due to suspension of production and distribution functions
In the event of a disaster or the spread of an infectious disease, the Company will immediately establish an emergency headquarters to discuss and implement countermeasures. To prepare for disasters, the Company has created a crisis management manual. It also confirms workplace safety, corrects deficiencies and ensures alternative methods.Spread of highly virulent infectious disease
Delays or interruption of business activities including production, supply, and sales
Personnel/Labor Risk
Main Risks Main Measures
Securing outstanding talent
Decline in corporate competitiveness
The Company works to create an environment in which diverse human resources can play an active role. In its recruitment activities, the Company secures expert human resources through hiring by job type and outstanding talent through revision of the Beauty Consultant compensation system.
Legal Violation/Indemnification Risk
Main Risks Main Measures
Problems related to product accidents
Reputation loss among customers and decline in corporate brand value due to serious product accidents
The Company manufactures products with the highest priority on delivering safe and reliable products to customers. It has articulated its stance on the KOSÉ Group’s products through its Quality Policy comprising a quality policy message and five declarations for daily activities.
Leaks of confidential or personal information
Reputation loss and compensation for damage due to information leaks
In addition to raising awareness of compliance through the Compliance Promotion Committee, the Company has established a Personal Information Management Committee based on laws and guidelines of the Ministry of Economy, Trade and Industry, and is working to build a comprehensive management system by strengthening information security. Furthermore, the Company holds regular training, shares information on risks and conducts thorough prevention measures.
52 KOSÉ REPORT 2021 KOSÉ REPORT 2021 53
The Foundation for Our Value Creation
Career Histories (As of June 29, 2021)
Apr. 1964 Joined the CompanyJul. 1969 DirectorMar. 1976 Executive DirectorMar. 1981 Senior Executive DirectorJun. 1991 Representative, Senior Managing DirectorMar. 1997 President & CEOJun. 2007 Chairman President & CEO, KOSÉ SALES CO., LTD.Jun. 2014 Honorary Chairman of the Company
(current position)
Yasukiyo KobayashiHonorary Chairman
Kazutoshi KobayashiPresident & CEO
Takao KobayashiSenior Executive Director
Masahiro Horita Director
Koichi ShibusawaExecutive Director
Masanori KobayashiExecutive Director
Apr. 1993 Joined the CompanyJun. 1998 DirectorJun. 2013 Executive DirectorJun. 2014 Senior Executive Director (current position)
(Responsibilities) –(Significant Concurrent Positions Outside the Company)President & CEO of KOSÉ Cosmeport Corp.
Apr. 1986 Joined the Company Mar. 2012 General Manager of Global Product Dept.,
Global Business Div. Mar. 2013 General Manager of Global Business Operations
Dept., Global Business Div. Mar. 2017 President of KOSÉ COSMETICS CO., LTD. (CHINA) Mar. 2019 Executive Officer and General Manager of
Product Development Dept. and Beauty Development Dept.
Mar. 2020 Executive Officer, Deputy General Manager of Marketing Headquarters and General Manager of Product Development Dept.
Mar. 2021 Executive Officer and General Manager of Product Development Dept.
Jun. 2021 Director and General Manager of Product Development Dept. (current position)
(Responsibilities)Product Development Dept., Beauty Development Dept., Advertising Dept., Product Designing Dept., Quality Assurance Dept.
(Significant Concurrent Positions Outside the Company) –
Apr. 1986 Joined the CompanyMar. 1991 DirectorMar. 1995 Executive Director Jun. 2004 Representative Director and Vice PresidentJun. 2007 Representative Director and President
(current position)
(Responsibilities) –(Significant Concurrent Positions Outside the Company)Director of ALBION CO., LTD.
Honorary Chairman
Directors
Apr. 1984 Joined the CompanyMar. 2008 Chief Director and General Manager of KOSÉ
COSMETICS CO., LTD. (CHINA) and Chief Director and General Manager of KOSÉ COSMETICS SALES (CHINA) CO., LTD.
Mar. 2010 General Manager of Accounting and Finance Dept. of the Company
Mar. 2011 Executive Officer and General Manager of Accounting and Finance Dept.
Jun. 2013 Director and General Manager of Accounting and Finance Dept.
Jun. 2018 Executive Director (current position)
(Responsibilities) President Office, Corporate Strategy Dept., General Administration Dept., Legal Dept., IT Management Dept., Human Resources Dept., Domestic Consolidated Subsidiaries and Associates of the Company, and Risk Management
(Significant Concurrent Positions Outside the Company) Audit & Supervisory Board Member of KOSÉ SALES CO., LTD. Audit & Supervisory Board Member of KOSÉ Cosmeport Corp. Director of ALBION CO., LTD.
Yusuke KobayashiDirector
Shinichi MochizukiDirector
Apr. 2000 Joined ALBION CO., LTD.Sep. 2005 Executive OfficerSep. 2006 DirectorJun. 2014 Director of the Company (current position)Apr. 2017 Executive Director of ALBION CO., LTD.
(current position)
(Responsibilities) –(Significant Concurrent Positions Outside the Company) Executive Director of ALBION CO., LTD.
Apr. 1985 Joined The Mitsubishi Bank, Ltd. Sep. 2008 General Manager of Environmental Project
Office of The Bank of Tokyo-Mitsubishi UFJ, Ltd. Jun. 2011 General Manager of Corporate & Investment
Banking Credit Division of The Bank of Tokyo-Mitsubishi UFJ, Ltd.
Nov. 2015 Joined the Company, General Manager of Global Business Div.
Mar. 2016 General Manager of Global Business Administration Dept., Global Business Div.
Mar. 2018 Executive Officer and General Manager of Accounting and Finance Dept.
Mar. 2020 Senior Executive Officer and General Manager of Accounting and Finance Dept.
Jun. 2021 Director and General Manager of Accounting and Finance Dept. (current position)
(Responsibilities) Accounting and Finance Dept.
(Significant Concurrent Positions Outside the Company) Executive Director of KOSÉ SALES CO., LTD. Director of Tarte, Inc.
Apr. 1995 Joined Fuji Television Network, Inc.Dec. 2011 Registered as an attorney at law
Joined Law Office of Matsuo & Kosugi (current position)
Jun. 2018 Director of the Company (current position)
(Responsibilities) – (Significant Concurrent Positions Outside the Company) Attorney at law of Law Office of Matsuo & Kosugi Outside Director (Member of the Audit & Supervisory Committee), Takihyo Co., Ltd. Outside Director, ALCONIX CORPORATION Outside Director, KITZ CORPORATION
Apr. 1984 Joined Bridgestone CorporationSep. 2003 Director of Technology Transfer Center and Intellectual
Property Manager of Intellectual Property Right Department of Tokyo Medical and Dental University
Oct. 2009 (Concurrent) Visiting Professor of Tokyo Medical and Dental University
Oct. 2011 (Concurrent) Specially Appointed Professor of Kyoto Prefectural University of Medicine
May 2013 Vice President and Officer of Bridgestone CorporationApr. 2014 (Concurrent) Auditor of Japan Agency for Marine-
Earth Science and Technology (current position)Jan. 2017 Director of CellBank Corp. (current position)Mar. 2019 (Concurrent) Outside Audit & Supervisory Board
Member of Chugai Pharmaceutical Co., Ltd. (current position)
Jun. 2020 Director of the Company (current position)Oct. 2020 Executive Vice President (part-time), Kyushu
University (current position)
(Responsibilities) –(Significant Concurrent Positions Outside the Company) Auditor of Japan Agency for Marine-Earth Science and TechnologyDirector of CellBank Corp. Outside Audit & Supervisory Board Member of Chugai Pharmaceutical Co., Ltd. (Part-time) Executive Vice President of Kyushu University
Sep. 2003 Registered as an attorney at lawAug. 2011 Registered as an attorney at law in New York StateSep. 2017 Part-time Professor of Waseda Law School
(current position)Jan. 2019 Partner, Miura & Partners (current position)Jun. 2019 Director of the Company (current position)
(Responsibilities) –(Significant Concurrent Positions Outside the Company) Partner, Miura & PartnersPart-time Professor, Waseda Law School of Waseda UniversityOutside Audit & Supervisory Board Member, TOKYO ELECTRON DEVICE LIMITEDOutside Director, SAINT-CARE HOLDING CORPORATION
Norika YuasaDirector (External)
Yukino KikumaDirector (External)
Yuko MaedaDirector (External)
Apr. 1984 Joined the CompanyMar. 2015 General Manager of Technical Research
Management Dept. of R&D LaboratoriesMar. 2017 General Manager of Quality Assurance Dept.Mar. 2019 Senior Chief Manager of Quality Assurance Dept.Jun. 2020 Standing Audit & Supervisory Board Member
(Significant Concurrent Positions Outside the Company) –
Mar. 2006 Registered as a certified public accountantSep. 2006 Joined GCA CorporationMar. 2016 Partner, Sakurai & Co. (current position)Apr. 2017 Representative Director of Tokyo Athletes Office,
Inc. (current position)Jun. 2019 Director of SPOKACHI, Inc. (current position)Jun. 2020 Audit & Supervisory Board Member of the
Company (current position)
(Significant Concurrent Positions Outside the Company) Partner, Sakurai & Co. Representative Director of Tokyo Athletes Office, Inc. Director of SPOKACHI, Inc.
Apr. 1984 Joined the CompanyMar. 2006 General Manager of Product Supply
Management Planning Demand Planning Dept. Mar. 2007 General Manager of Cosmetaries Planning Dept. Mar. 2008 General Manager of Sales Planning Dept. of
KOSÉ SALES CO., LTD.Mar. 2011 Chief Director and General Manager of TAIWAN
KOSÉ CO., LTD.Mar. 2013 General Manager of General Administration
Dept. of the CompanyMar. 2018 Executive OfficerJun. 2019 Standing Audit & Supervisory Board Member
(current position)
(Significant Concurrent Positions Outside the Company) –
Apr. 1998 Registered as an attorney at lawOct. 2006 Established Miyama Law Office
(current position)Jun. 2019 Audit & Supervisory Board Member
(current position)
(Significant Concurrent Positions Outside the Company) Attorney of Miyama Law Office Outside Auditor of Ozu Corporation
Noboru MatsumotoStanding Audit & Supervisory Board Member
Toru MiyamaAudit & Supervisory Board Member (External)
Shinji TanabeStanding Audit & Supervisory Board Member
Kumi KobayashiAudit & Supervisory Board Member (External)
Audit & Supervisory Board Members
Mar. 2004 Joined the CompanyMar. 2008 General Manager of Corporate Strategy Office
of President OfficeMar. 2009 General Manager in charge of Medium-term
Strategy of Corporate Strategy Office of President Office
Mar. 2010 General Manager of Global Business Div. Mar. 2011 Executive Officer and General Manager of
Global Business Div.Jun. 2013 Director and General Manager of Global
Business Div.Jun. 2017 Executive Director and General Manager of
Global Business Div.Mar. 2018 Executive DirectorMar.2020 Executive Director and General Manager of
Marketing Headquarters (current position)
(Responsibilities) Marketing Headquarters
(Significant Concurrent Positions Outside the Company) –